2020 Budget - Operating & Capital Budgets

City of Branson, MO
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City of Branson, MO
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City of Branson, MO
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City of Branson, MO
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City of Branson, MO
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City of Branson, MO
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FY2020 Budget

Accounting

The city uses a modified accrual accounting method. Modified accrual is a combination
of cash basis and full accrual basis. Revenues are recognized when they are both
measurable and available and expenditures are recognized when the liabilities are
incurred. This method is used in accordance with generally accepted accounting
principles (GAAP).

Payroll

The City of Branson utilizes a bi-weekly payment method. Promotions are based on a
merit/step system. We offer a generous benefit package to our employees including a
pension retirement through Missouri Local Government Employees Retirement System
(LAGERS).

Investments

The primary objectives, in priority order, of the city’s investment activities encompass
safety, liquidity and yield. Investments are undertaken in a competitive manner and are
subject to restrictions imposed by the Constitution and the laws of the State of Missouri,
city ordinance and documents authorizing the issuance of bonds, notes or other
obligations. The city may invest monies in:

 Obligations of the State of Missouri;
 United States Treasury Securities;
 United States Government Instrumentality Obligations;
 Forward Delivery Agreements;
 Repurchase Agreements;
 Collateralized Public Deposits

Purchasing

The city seeks the best service level at the least amount of cost through city workforce,
private sector contracts or Not-for-Profit (NFP) contracts. Contracts for private sector
services will include a formal process that insures a level playing field for the private sector
to submit competitive bids. Evaluating the need for NFP contracts will include how well

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City of Branson, MO

they complement or extend current city services and how well they fill an under-met
priority or community need that is not otherwise being met. Any contracts with NFP will
include: specific services to be provided; number of volunteer hours; community financial
support; and the requirement of annual financial services and accomplishment report.

The city has an application for non-profits seeking funding. During years when funds are
available, funds will be awarded based on established criteria and subject to
appropriation in the annual budget.

Capital Improvement Program

The demand for services and the cost of building and maintaining the city’s infrastructure
continues to increase; no city can afford to accomplish every project or meet every
service demand. Therefore, a methodology must be employed that provides a realistic
projection of community needs, the meeting of those needs and a framework to support
the Board of Aldermen in prioritizing those needs. That is the broad purpose of the Capital
Improvement Program (CIP).

The city appropriates a single-year capital budget annually, along with the operating
budget, and prepares a multi-year CIP. The CIP includes the scheduling of public
improvements for the community over a five-year period and takes into account the
community’s financial capabilities as well as its goals and priorities. A “capital
improvement” is defined as any major non-recurring expenditure for physical facilities in
government. Typical expenditures are the cost of land acquisition or interest in land,
construction of roads, utilities and parks. Vehicles and equipment are covered separately
under an equipment schedule, but still under the CIP.

CIP Development Process

 Staff will develop a list of recommended projects with detailed descriptions and
any one-time and ongoing costs.

 Staff will devise proposed funding sources for proposed projects. Recommended
funding sources will be clearly stated for each project.

 Project and analyze total debt service related to the total debt of the city.
 A debt study will be provided summarizing the combined impact of all the existing

and proposed debt.

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FY2020 Budget

 Prepare a multi-year forecast of all approved requests.

CIP Prioritization

Capital projects are treated as programs and undergo the same process applied to city
services in priority-based budgeting. Generally, only the current year for which the annual
budget is being developed undergo the rating system. Below are the steps to CIP
prioritization:

1. Capital programs are graded first on their ability to meet desired city results of:
Community Character; Arts, Culture & Education; Safety, Health & Socio-
Economic; Economic Development; Infrastructure & Environment; Tourism; Parks,
Open Space & Recreation; Land Use; Transportation; and Good Governance.
Additionally, the programs are also rated against: the city’s mandate
requirements, cost recovery of the program, reliance on the city to provide the
program, demand for the program and population served.

2. Next, a peer review committee consisting of the Budget and Finance Committee
and Capital Improvements Committees (which includes four aldermen, four
citizen members, mayor, and city administrator) validate the scores.

3. Final scores are calculated for each program, providing a ranking system for all
capital items. Capital items are classified into one category based on how well
they meet desired community results, or their alignment to community results:
Most aligned, More Aligned, Less Aligned, and Least Aligned.

4. Lastly, items are separated, by fund, to determine the amount of outlay available
for each budget year and funding recommendations are made by the joint
Budget and Finance and Capital Improvements committees.

This process allows capital items to be analyzed based on their anticipated community
impact. The city recognizes, however, that sometimes a capital project may not show a
high alignment to the desired community results, but must still be funded. For example, a
new air conditioning unit at city hall may not be rated as a “most aligned” program, but
is still a necessity.

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City of Branson, MO

CIP Funding Sources

Financial planning is an essential role in establishing a CIP. An important piece of financial
planning is identifying the funding sources available to pay for projects and preventing
deferred maintenance on capital facilities and infrastructure. In 2018, the city began
using internal service funds as a method to combat delayed maintenance projects, such
as HVAC, equipment and vehicle replacement. Additionally, the city has implemented
a leasing program for purchasing city vehicles, including police cruisers, so that the police
fleet is updated every three years. The cost of the vehicles is paid upfront and lease
payments are drawn from an internal service fund for subsequent years.

Other CIP funding sources include:

Pay-as-you-go
Pay-as-you-go means projects are funded as dollars are available within a fund. In other
words, no financing is used to fund the project. The city has been able to utilize pay-as-
you go funding for most large projects due to the Tourism Tax imposed in the city on
accommodations, amusements and restaurant sales. Seventy-five percent of Tourism Tax
collected in the city is restricted to spending on infrastructure projects, thus providing a
significant revenue source for funding projects (minus revenues restricted for debt).

The current CIP includes pay-as-you-go funding from the following funds:

 Capital Projects Fund (140)
 Transportation Fund (105)
 Water/Sewer Fund (620)
 Water Sewer Tourism Capital (145)
 Water/Sewer Operations Capital (146)

Reserve Funds
There may be times that the city deems it necessary to pay for capital projects using
reserves. The city identifies in its reserve policy that contingency reserves can be used for:
unexpected or extraordinary onetime expenditures that have been identified during the
current fiscal year that do not have a monetary effect on future budgets or incur
significant operating and maintenance costs; unanticipated land acquisitions; one-time
unanticipated capital costs; and debt reduction.

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FY2020 Budget

Bond Proceeds
The city may use the dollars received from the sale of bonds for a specific capital
improvement project. By issuing bonds, the city can complete a capital project and
repay the debt for the project over a fixed repayment schedule.

Grants and Other Funds
The city may also seek grants to pay for some capital projects, though the full amount of
the project is rarely covered by a grant and the city may have to enter into a cost-sharing
agreement to receive the funds. In other words, the city agrees to pay a percentage of
the project in order to receive the remaining difference of the total cost.

Five-Year CIP

The following pages identify the city’s current 5-year CIP. The approved capital budget
for FY2020 can be found on page 154-160.

Impact of Capital Expenditures

Public Safety
The city has long recognized the need for new police and fire facilities and equipment
within the city. In November 2017, Branson voters approved a new .5% Public Safety Sales
Tax and collection of the tax began April 1, 2018. This new revenue source provides
funding for new public safety related infrastructure and equipment that the city
previously had to budget over a much longer period of time.

The police department has outgrown the current police station and the city would
greatly benefit from a more centrally-located facility. In 2018, the city purchased land
with the intent to build this facility. In addition, the city’s boundaries have expanded in a
way that at least one new fire station would improve response times and reduce
insurance rates for citizens and businesses. Discussions are ongoing to finalize design and
funding sources in order to construct these new facilities.

Revitalization Projects
The city’s two large-scale revitalization projects, geared toward revamping aging tourism
areas, have been placed on hold until the city can produce the appropriate funding to
move forward. As of October 31, 2019, the city has spent $12.9 million on the Downtown
District Revitalization Project and $22.9 million on the Highway 76 Revitalization Project (76

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City of Branson, MO

Project). Due to the expense of these projects, the city has created a cash-flow model
for increased oversight and transparency, and to improve planning processes.

The Highway 76 Project is an estimated $80 million dollar renovation project along the
Highway 76 entertainment corridor, extending approximately 5 miles. The project is
intended to ease traffic congestion, improve pedestrian access, and update utilities and
other infrastructure. In FY20, the city has budgeted a capital expenditure of $600,000 for
intersection improvements as part of the project. Future operations and maintenance of
the 76 Revitalization Project will largely be paid for by the creation of the 76 Entertainment
Community Improvement District (76 Entertainment CID). As the city’s portion of the
project is financed through Tourism, Water & Sewer Funds and 76 CID revenues, short and
long-term General Fund budgetary implications will be minimal. Both the Downtown and
Highway 76 projects combined, however, will limit Tourism Fund expenditures in future
years as any associated debt is paid off. Both projects were put on hold in 2017, with
design development for the Highway 76 project beginning again in 2019 and
construction slated to begin in 2020.

Risk Management

The city of Branson is exposed to various risks of loss – those related to legal matters; for
the theft, damage or destruction of assets; for errors and omissions; through injuries to
employees; through employees’ health and life; and natural disasters. The city mitigates
much of these risks through the purchase of various insurance policies. However, the
board has chosen to go the extra step of tasking administration to identify potential risks
through a risk management team, which is also tasked with developing policies,
procedures and training to help prevent potential loss from occurring. The city maintains
all general liability insurance coverage with insurance provided by Connell Insurance.

Long-Term Indebtedness

The use of borrowing and debt is an important and flexible revenue source available to
the city. Debt is a mechanism which allows capital improvements to proceed when
needed, in advance of when it would otherwise be possible. It can reduce long-term
costs due to inflation, prevent lost opportunities and equalize the costs of improvements
to present and future constituencies.

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FY2020 Budget
The city of Branson has issued insured revenue bonds securing a rating of AAA for each
issue. In 2003, the city issued uninsured Annual Appropriation Revenue Bonds through the
Missouri Development Finance Board (MDFB), securing a rating of BBB+ and Baa1 from
Standard and Poor and Moody’s rating agencies. In 2004, the city issued uninsured
Annual Appropriation Revenue Bonds through MDFB and secured a rating of BBB+ and
Baa1 from Standard & Poor and Moody’s rating agencies. In 2005, the city issued
$80,000,000 in Annual Appropriation Revenue Bonds to complete the Branson Landing
project. In 2017, the city issued tax refunding revenue bonds to advance refund
$1,600,000 of outstanding tourism tax revenue bonds. The net proceeds were deposited
in a trust with an escrow agent to provide for all future debt service payments on the
refunded portion of the bonds. As a result, the refunded portion of the 1998B Bonds is
considered defeased and the related liability for these bonds has been removed from
long-term debt.
The chart on the next page shows the city’s long-term debt balance as of December 31,
2019:

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City of Branson, MO

Long-Term Debt

Bond Issues Balance as of
31-Dec-19

2007 Issue 0

2010A Issue 0

2010B Issue 5,105,000

Total 5,105,000

MDFB 2005A Issue 2,230,000
MDFB 2011A Issue 26,370,000
MDFB 2012A Issue 20,165,000
MDFB 2015A Issue 62,020,000
Total 110,785,000

IDA 2005 A Branson Hills 12,360,000
11,990,000
IDA 2005A Branson Landing
1,889,338
IDA 2005B
IDA 2017A Branson 22,615,000
Shoppes 7,773,665
3,140,000
IDA 2017B
59,768,003
Ida 2007A Branson Hills

Total

Grand Total $175,658,003

In 2010, the city issued revenue bonds to refund $7,790,000 of outstanding tourism tax
revenue bonds. Also in 2010, the city issued tourism tax revenue bonds to upgrade the
Compton Wastewater Treatment Plant and the Lift Station #40. In 2011, the city issued an
advanced refunding on the 2003A for the remaining balance of $37,925,000. In 2012, the
city secured another refunding of the MDFB 2004A bond on the balance of $33,450,000.
In 2015, the city refinanced the callable amount of the MDFB 20015A bond leaving a
balance of $8,565,000 and created the MDFB 2015A bond with a starting balance of
$62,560,000. In 2017, the IDA2006AB Branson Shoppes bonds were refinanced. The result
was 2017AB bonds with beginning balances of $28,025,000 and $8,668,655.22. The chart

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below is a schedule of revenue and special obligation bonds outstanding as of
December 31, 2017.

The chart below shows the legal debt margin calculation for Fiscal Year 2019:

Legal Debt Margin Calculation for Fiscal Year 2018

Assessed Value 449,671,809

Debt Limit (20% of assessed value) 89,934,362

Obligations

Tourism revenue bonds 5,105,000
General obligation bonds

Promissory notes 10,842,576

Total bonded debt 15,947,576

Less

Debt reserve funds (2,111,599)

Total net debt applicable to limit 13,835,977

Legal debt margin 76,098,385

Note: Under state finance law, the city’s outstanding general obligation debt should not exceed
10 percent of total assessed property value. By law, the general obligation debt subject to the
limitation may be offset by amounts set aside for repaying general obligation bonds.

Debt management is an integral part of the financial management of the city. Adequate
resources must be provided for the repayment of debt and the level of debt incurred by
the city must be effectively controlled to amounts that are manageable and within levels
that will maintain or enhance the city’s credit rating. A goal of debt management is to
stabilize the overall debt burden on the future tax levy requirements to ensure that issued
debt can be repaid and prevent default on any municipal debt. A debt level which is
too high places a financial burden on taxpayers and creates problems for the
community’s economy as a whole.

Long-Term Financial Planning

The City of Branson forecasts the city’s General Fund for twenty years. This provides the
city with a look at how budgetary decisions made annually affect future ongoing
operational cost, future dollars available for capital expenditures and fund balance.
Additionally, the city utilizes a multi-year capital improvement program (see further
explanation in the Capital Improvement Program section). Most projects are scheduled
over a number of years and are financed on a pay-as-you-go basis as funds become

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City of Branson, MO
available. The exception to this rule was the redevelopment of the Taneycomo Lakefront
(known as Branson Landing) and construction of the Branson Convention Center and the
Spirit of 76 projects. The Branson Landing project, including all infrastructure, convention
center and other public improvements has been financed through a series of bond issues
secured with the city’s annual appropriation pledge and tax increment financing (TIF).
In addition to the $40,000,000 bond issue of 2004, the city issued $80,000,000 in TIF bonds
in 2005 to complete the project. These projects will be supported by local property taxes,
economic activity tax (EATS), and state sales tax within the district. The city always looks
for creative funding solutions such as cost sharing with other governmental agencies,
public-private cooperative efforts and other sources of funding for projects that become
available.
The city uses funding from the Tourism Tax and the Transportation Tax, net of debt service,
to finance needed infrastructure extensions and improvements. The city has participated
with Taney County in the extension of sewer services throughout the Fall Creek Basin and
into the Bee Creek area. These projects have been financed through the county’s ½ cent
sewer tax, state and federal grants and the Department of Natural Resources loans.

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FY2020 Budget

Expenditure Summary by Fund

As discussed, the General Fund is the city’s primary operating fund and pays for expenses
for most city departments. Below is a table showing General Fund expenditures by object,
as well as several graphs depicting to what programs and departments funds are
allocated.

Operating - General 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services
Contractual Services 4,795,349 5,190,813 5,038,373 5,216,768
Commodities 2,953,390 3,142,062 3,062,364 3,160,158
Capital Expenditures 262,961 321,445 287,592 274,160
Debt Service 170,507 102,000
Total General 1,683 269,065 269,065 50,000
293,359 9,093,892 8,759,394 111,757
8,306,742 8,812,843

Public Safety 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services 7,454,193 8,554,208 9,534,176
Contractual Services 532,250 779,606 8,752,944 828,131
Commodities 381,669 419,887 872,508 515,789
Capital Expenditures 1,826,418 1,388,543 504,650 825,000
Debt Service 1,469,840 3,724,091 1,473,040
Total Water & Sewer - 12,612,084 125,896 13,176,136
10,194,530 13,980,089

Water & Sewer 2018 2019 2019 2020
Expenditure by Object Actual
Personnel Services Budget Projections Budget
Contractual Services
Commodities 3,574,790 3,580,074 3,680,841 3,762,721
Capital Expenditures
Debt Service 3,101,056 3,484,459 3,105,288 3,481,612
Depreciation
Total Utilities 632,146 753,202 753,898 673,134

(84,314) 301,000 301,000 326,000

17 - - -

4,968,680 5,510,575 5,155,101 5,515,959

12,192,375 13,629,310 12,996,128 13,759,426

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City of Branson, MO

Transportation 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services 1,343,559 1,484,487 1,461,526
Contractual Services 2,071,349 1,759,944 1,399,693 2,618,034
Commodities 566,032 728,850 1,758,874 684,053
Capital Expenditures 31,887 30,000 709,640 341,850
Major Capital 137,327 455,000 68,000
Total Transportation 4,150,154 4,228,281 30,000 5,173,463
548,117
Parks & Recreation 4,446,324
Expenditure by Object
Personnel Services 2018 2019 2019 2020
Contractual Services Actual Budget Projections Budget
Commodities 1,544,531 1,682,831 1,808,688
Capital Expenditures 652,098 687,266 1,667,544 718,732
Total Parks & Recreation 255,359 298,590 704,770 351,090
69,772 299,168 55,000
2,521,760 - 2,933,510
2,668,687 5,800
2,677,282

All Other Expenditure by 2018 2019 2019 2020
Object Actual Budget Projections Budget
Convention Center
Operating - Debt Service 5,166,315 5,144,176 5,071,962 5,078,173
Operating - Tourism 17,698,870 16,570,761 17,124,348 23,570,503
Capital 140 8,625,378 8,741,552 8,768,051 6,612,293
Capital - Water Sewer 145/146 3,527,371
Total Budget 297,676 662,493 662,493 6,024,834
2,446,380 1,978,000 1,533,000 44,813,174
34,234,619 33,096,982 33,159,854

Total Budget 2018 2019 2019 2020
Actual Budget Projections Budget

71,600,180 75,529,236 76,019,072 88,668,551

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FY2020 Budget

Departmental Information

Five-Year Personnel Summary

Administration

It was originally planned that an Associate City Attorney would be added to the Legal
Department in 2019. It was later determined that an additional attorney was not
necessary and that an Assistant City Administrator would be a beneficial addition to city
staff. The new Assistant City Administrator began July 2019 in the Administration
Department.

Police

On September 3, 2019 the Code Enforcement Supervisor and Code Enforcement Officer
that were housed within the Planning & Development Department transferred to be
within the Police Department. No new positions were added due to the transfer. A
transfer from the General Fund to the Public Safety Fund will occur as a result of the
transfer of positions.

Fire Department
Parks & Recreation

Planner moved from Planning & Development to Parks & Recreation Department for the
position of Landscape Specialist. No new positions were added due to the transfer.
Existing funds in the Planning & Development Department are now part of the annual
transfer to the Parks and Recreation Fund.

Mayor & Board Type 2016 2017 2018 2019 2020
11111
Position & Title 66666
Mayor 77777
Board
Total Type 2016 2017 2018 2019 2020
Full Time 1 1 1 1 1
Administration

Position & Title
City Administrator

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Assistant City Administrator City of Branson, MO
Administration Office Manager
Communications Manager Full Time 0 0 0 1 1
Assistant to City Administrator Full Time 0 1 1 0 0
Office Assistant II Full Time 1 1 1 1 1
Total Full Time Employees Full Time 1 0 0 1 1
Full Time 1 1 1 1 1
City Clerk
44455
Position & Title
City Clerk Type 2016 2017 2018 2019 2020
Deputy City Clerk Full Time 1 1 1 11
Office Assistant II Full Time 1 1 1 11
Office Assistant III Full Time 0 0 0 00
Document Management Technician Full Time 1 1 1 11
Total Clerk Full Time Employees Full Time 1 1 1 11
4 4 4 44
MUNICIPAL COURT
Type 2016 2017 2018 2019 2020
Position & Title Full Time 11111
Deputy Court Administrator Full Time 33333
Court Specialist 44444
Total Court Full Time Employees
Type 2016 2017 2018 2019 2020
LEGAL Full Time 11111
Full Time 00000
Position & Title Full Time 11111
City Attorney 22222
Associate City Attorney
Compliance Specialist Type 2016 2017 2018 2019 2020
Total Legal Full Time Employees Full Time 00000
00000
Economic Development

Position & Title
Economic Development Director
Total Full Time Employees

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FY2020 Budget

Engineering/Public Works Type 2016 2017 2018 2019 2020
Full Time 1 1 1 00
Engineering Full Time 0 0 0 11
Position & Title Full Time 1 1 0 00
City Engineer Full Time 1 1 1 11
City Engineer/Public Works Director Full Time 0 0 0 00
Program Manager Full Time 1 1 1 11
Assistant City Engineer Full Time 0 0 0 00
Office Specialist I Full Time 1 1 1 11
Office Specialist II Full Time 1 1 1 11
Office Assistant II Full Time 1 1 1 11
Office Assistant III Full Time 1 1 1 11
CAD Specialist Full Time 2 2 2 22
GIS Coordinator Full Time 1 1 1 00
GIS Technician
Engineering Project Manager Full Time 0 0 0 1 1
Assistant Public Works Director Full Time 1 1 1 1 1
Full Time 3 3 3 3 3
Public Works Full Time 2 2 2 2 2
Operations Manager Full Time 7 8 8 7 7
Streets Supervisor II Full Time 1 1 1 1 1
Heavy Equipment Operator Full Time 1 1 1 0 0
Streets Maintenance Worker II Full Time 1 1 1 1 1
Streets Maintenance Worker I Full Time 1 1 1 1 1
Building Maintenance Supervisor Full Time 2 2 2 2 2
City Hall Custodian Full Time 1 1 1 1 1
Building Maintenance Worker I Full Time 1 1 1 1 1
Garage/Service Center Supervisor Full Time 1 1 1 2 2
Master Mechanic Full Time 2 2 2 1 1
Mechanic Assistant Full Time 1 1 1 1 1
Sign Shop Supervisor Full Time 1 1 1 1 1
Sign Shop Technician Full Time 1 1 1 1 1
Office Assistant II – Public Works Full Time 1 1 1 1 1
Office Assistant III – Public Works Full Time 1 1 1 1 1
Environmental Specialist
MS4 Coordinator/Storm Water Technician
Recycling Center Supervisor
Maintenance Worker I Recycling

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Maintenance Worker I Recycling City of Branson, MO
Seasonal Laborer
Intern Part Time 1 1 1 1 1
Total Full Time Employees Seasonal 6 6 6 6 6
Total Part Time Employees Seasonal 3 3 3 3 3
Total Seasonal Employees
Total All Employees 39 40 39 37 37
11111
Finance 99999
50 51 50 48 48
Position & Title
Finance Director Type 2016 2017 2018 2019 2020
Assistant Finance Director Full Time 1 1 1 1 1
Senior Accountant Full Time 1 1 1 1 1
Accountant II Full Time 0 0 0 0 0
Accountant I Full Time 2 2 2 2 2
Financial Analyst Full Time 1 1 1 1 1
Purchasing Agent Full Time 1 1 1 1 1
Accounting Specialist Full Time 1 1 1 1 1
Utility Accountant Full Time 0 0 0 0 0
Accountant Full Time 1 1 1 1 1
Licensing Officer Full Time 3 2 2 2 2
Supervisor II Full Time 0 0 1 1 1
Office Assistant II Full Time 0 0 0 0 0
Office Assistant III Full Time 1 1 1 1 1
Licensing Officer Full Time 0 1 1 1 1
Accounting Clerk Part Time 1 1 0 0 0
Accounting Clerk (Biosolids) Part Time 1 1 1 1 1
Intern Part Time 1 1 1 1 1
Total Full Time Employees Part Time 1 1 1 1 1
Total Part Time Employees
Total All Employees 12 12 13 13 13
44333
16 16 16 16 16

77

FY2020 Budget Type 2016 2017 2018 2019 2020
Full Time 1 1 1 1 1
Fire Full Time 0 0 1 1 1
Full Time 1 1 0 0 0
Position & Title Full Time 1 1 1 3 3
Fire Chief Full Time 2 2 2 3 3
Assistant Fire Chief Full Time 1 1 1 1 1
Division Chief/Operations Full Time 1 1 1 1 1
Division Chief Full Time 9 9 9 9 9
Battalion Chief Full Time 1 1 1 1 1
Office Assistant III Full Time 9 9 9 10 10
Office Assistant II Full Time 15 15 15 17 17
Captain Part Time 4 4 4 4 4
Fire Marshal/Fire Prevention Officer
Engineer 45 45 45 47 47
Fire Fighter 44444
Volunteer Firefighter 45 45 45 51 51
Total Full Time Employees
Total Part Time Employees Type 2016 2017 2018 2019 2020
Total All Employees Full Time 1 1 1 11
Full time 1 0 0 01
Human Resources Full Time 0 0 0 00
Full Time 0 1 1 11
Position & Title Full Time 1 1 1 11
Human Resources Director Full Time 0 1 1 10
Human Resources Assistant Director Full Time 1 1 1 11
Human Resources Manager Full Time 0 0 0 00
Safety Officer Full Time 0 0 0 00
Risk Manager Full Time 0 0 1 11
Senior Human Resources Generalist Full Time 1 1 0 00
Human Resources Generalist 5 6 6 66
Human Resources Specialist II
Human Resources Specialist I
Human Resources Clerk
Office Assistant II
Total Full Time Employees

78

City of Branson, MO

Information Technology Type 2016 2017 2018 2019 2020
Full Time 1 1 1 11
Position & Title Full Time 0 0 0 00
Information Technology Director Full Time 0 1 1 11
Interim Information Technology Director Full Time 0 0 1 11
Operations Manager Full Time 0 1 1 11
SCADA Network Administrator Full Time 1 0 0 00
Network Administrator Full Time 2 1 1 11
IT Technician II 4 4 5 55
IT Technician I
Total Full Time Employees

Parks & Recreation

Position & Title Type 2016 2017 2018 2019 2020

Parks & Recreation Director Full Time 1 1 1 1 1

Assistant Parks & Recreation Director Full Time 1 1 1 1 1

Community Center/Spec Events Coordinator Full Time 1 1 1 1 1

Gardener Full Time 1 1 1 1 1

Recreation Specialist II Full Time 2 2 2 2 2

Office Assistant Full Time 1 1 1 1 1

Office Assistant II Full Time 1 1 1 1 1

Office Specialist Full Time 1 1 1 1 1

Maintenance Worker I Full Time 10 10 10 10 10

Supervisor II Full Time 2 2 2 2 2

Supervisor III Full Time 1 1 1 1 1

City Hall Custodian Full Time 0 0 0 1 1

Community Center Aide Part Time 1 1 1 1 1

Golf Course Attendants Part Time 2 2 2 2 2

Campground Operator Part Time 2 2 2 2 2

Substitute Campground Operator Part Time 6 6 6 6 6

Office Assistant Part Time 4 4 4 4 4

Pool Manager Seasonal 1 1 1 1 1

Lifeguards Seasonal 25 25 25 25 25

Swim Team Coach Seasonal 1 1 1 1 1

Assistant Swim Team Coach Seasonal 2 2 2 2 2

Seasonal Laborer Seasonal 5 5 5 5 5

Concessionaires Seasonal 21 21 21 21 21

79

FY2020 Budget Seasonal 1 1 1 1 1
Seasonal 1 1 1 1 1
Office Assistant Seasonal 1 1 1 1 1
Day Camp Director Seasonal 14 14 14 14 14
Day Camp Assistant Director Seasonal 2 2 2 2 2
Day Camp Staff
Intern 22 22 22 23 23
Total Full Time Employees 15 15 15 15 15
Total Part Time Employees 74 74 74 74 74
Total Seasonal Employees 111 111 111 112 112
Total All Employees
Type 2016 2017 2018 2019 2020
Planning & Development Full Time 1 1 1 11
Full Time 0 0 1 11
Position & Title Full Time 1 1 1 11
Planning & Development Director Full Time 1 1 1 10
Senior Planner Full Time 1 1 0 00
Plan Reviewer Full Time 1 1 1 11
Planner Full Time 1 1 1 11
Planning Assistant Full Time 2 2 2 22
Office Specialist Full Time 1 1 1 10
Building Division Supervisor Full Time 1 1 1 10
Building Inspector Full Time 0 0 0 00
Code Enforcement Supervisor Full Time 1 1 0 00
Code Enforcement Officer Full Time 1 1 1 11
Office Assistant I 12 12 11 11 8
Office Assistant II
Office Assistant III Type 2016 2017 2018 2019 2020
Total Full Time Employees Full Time 1 1 1 11
Full Time 1 1 1 11
Police Full Time 1 1 0 00
Full Time 2 2 3 33
Position & Title Full Time 9 9 9 99
Police Chief Full Time 0 0 1 11
Assistant Chief Full Time 0 0 0 11
Captain Full Time 33 33 38 42 42
Lieutenant Full Time 1 1 1 11
Sergeant
Training/Recruitment Coordinator
Crime Analyst
Police Officer
Communications Supervisor

80

City of Branson, MO

Dispatcher I Full Time 11 11 11 11 11
Dispatcher II Full Time 0 0 0 0 0
Office Specialist Full Time 1 0 0 0 0
Office Specialist II Full Time 0 1 1 1 1
Evidence & Property Technician Full Time 1 1 1 1 1
Parking Control Officer Full Time 1 1 1 0 0
Community Service Officer Full Time 0 0 0 1 1
Office Assistant II (Records Clerk) Full Time 2 2 2 2 2
Animal Control Officer Full Time 0 0 2 2 2
Code Enforcement Supervisor Full Time 0 0 0 0 1
Code Enforcement Officer Full Time 0 0 0 0 1
Total Full Time Employees
64 64 72 77 79

Utilities

Water & Sewer | Water Treatment

Position & Title Type 2016 2017 2018 2019 2020

Water Division Manager Full Time 0 0 1 1 1

Supervisor III Full Time 1 1 0 0 0

Plant Operator Trainee Full Time 1 1 1 1 1

Plant Operator I Full Time 7 7 4 4 4

Plant Operator II Full Time 1 1 2 2 2

Plant Operator III Full Time 0 0 2 2 2

Electrician Full Time 1 1 1 1 1

Electrician II Full Time 0 0 0 0 0

Electrician III Full Time 1 1 0 0 0

Total Water Treatment Full Time Employees 12 12 11 11 11

Water & Sewer | Water Distribution & Meter Maintenance

Position & Title Type 2016 2017 2018 2019 2020

WD/SC Division Supervisor Full Time 0 0 1 1 1

Supervisor III Full Time 1 1 0 0 0

Utilities Crew Leader Full Time 0 0 2 2 2

Equipment Operator II Full Time 1 1 1 1 1

Maintenance Worker I Full Time 4 4 0 0 0

Utility Worker I Full Time 0 0 4 4 4

Utility Worker II Full Time 0 0 1 1 1

Maintenance Worker II Full Time 3 3 0 0 0

Total Water Distribution Full Time Employees 99999

81

FY2020 Budget

Water & Sewer | Wastewater Treatment & Lift Stations

Position & Title Type 2016 2017 2018 2019 2019
00111
Wastewater Division Manager Full Time 00111
11000
Division Supervisor Full Time 11000
00111
Supervisor II Full Time 00222
77444
Supervisor III Full Time 44333
00333
Utility Worker II Full Time 00222
22000
Operator Trainee Full Time 00111
11000
Plant Operator I Full Time 00000
11000
Plant Operator II Full Time 00111
17 17 19 19 19
Plant Operator III Full Time

Equipment Operator I Full Time

Equipment Operator II Full Time

Lab Technician Full Time

Lab Assistant II Full Time

Electrician Full Time

Electrician II Full Time

Electrician III Full Time

Total Wastewater Treatment Full Time Employees

Water & Sewer | Sewer Collection

Position & Title Type 2016 2017 2018 2019 2020
Crew Leader Full Time 0 0 1 1 1
1 1 0 0 0
Supervisor II Full Time

Maintenance Worker I Full Time 33100

Utility Worker I Full Time 00111

Maintenance Worker II Full Time 11000

Utility Worker II Full Time 00111
00011
Equipment Operator I Full Time

Equipment Operator II Full Time 22111

Total Wastewater Collection Full Time Employees 77555

Water & Sewer | Utilities Administration Type 2016 2017 2018 2019 2020
Position & Title Full Time 11111
Utilities Director Full Time 01111
Utility Operations & Development Manager Full Time 11000
Plans Examiner II

82

City of Branson, MO

Plans Examiner Full Time 0 0 1 1 1

Safety Specialist Full Time 1 0 0 0 0

Backflow Prevention Technician Full Time 1 1 1 1 1

Office Specialist II Full Time 0 0 0 0 0

Administrative Services Manager Full Time 1 1 1 1 1

Office Assistant II Full Time 1 1 1 1 1

Office Assistant III Full Time 1 1 1 1 1

Total Utilities Administration Full Time Employees 77777

Total Utilities 52 52 51 51 51

Totals 2016 2017 2018 2019 2020
Total Full Time Employees 269 271 278 285 285
Total Part Time Employees 24 24 23 23 23
Total Seasonal Employees 83 83 83 83 83
376 378 384 391 391
Grand Total – All Employees

Mayor & Board of Aldermen 77777

83

FY2020 Budget
84

Mayor/Board & Administration

Organizational Chart

Mayor
(1)

Board of City Administrator
Aldermen (1)

Ward I Assistant City
(2) Administrator

Ward II (1)
(2)
Executive Assistant
Ward III (1)
(2)

Communications
Manager
(1)

Office
Assistant II

(1)



City of Branson, MO

Mayor & Board of Aldermen

Overview

.................

The Mayor and Board of Aldermen comprise the legislative branch of the city
government. The Board consists of six Aldermen, two of whom are elected from each
of three established wards within the city. The Mayor presides over the Board of
Aldermen, but does not vote on any issue except in the case of a tie. Together, the Mayor
and Board enact all ordinances compatible with the constitution and laws of the State
of Missouri that will be expedient for the good governance of the city; can preserve
peace and order; will benefit in trade, commerce, economic development, and the
health of the city’s inhabitants. They may also pass other ordinances, rules and
regulations as may be necessary to carry such powers into effect; and alter, modify or
repeal any of the above ordinances, rules and regulations.

Departmental Expenditures

.......................................

Mayor & Board 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services 75,811 79,615 79,589
Contractual Services 45,942 51,400 76,795 51,900
Commodities 1,891 16,700 49,000 11,675
Capital Expenditures 12,800
- - -
Total Mayor & Board -
123,644 147,715 143,164
138,595

87

City of Branson, MO
88

City of Branson, MO

City Administration

Overview

.................

The City Administrator is the city’s chief executive officer. The City Administrator is
responsible for the execution of all policies established by the Mayor and Board of
Aldermen, for overall management and supervision of city operating and support
functions, for the development and administration of the operating and capital budgets,
and for information and advice to the Mayor and Board of Aldermen and the public
regarding the City’s overall condition and future needs.

Departmental Expenditures

.......................................

City Administration 2018 2019 2019 2020
Actual Budget Projections Budget
Expenditure by Object 387,271 371,360 562,372
Personnel Services 519,587
Contractual Services 15,642 14,000 19,500
Commodities 5,820 6,500 13,300 11,200
Capital Expenditures 9,200
Total City Administration - - -
-
408,733 391,860 593,072
542,087

89

FY2020 Budget
90

City of Branson, MO

Communications

Overview

.................

The Communications Manager is responsible for developing, organizing and
coordinating public information and community relations programs. The
Communications Manager also serves as a liaison for city officials and the news media
regarding stories and interviews about Branson. In case of emergency, the
Communications Manager helps disseminate and coordinate the vital information to
ensure public safety.

The Communications Manager also works to communicate directly with all members of
the media, in both preparing and placing stories and responding to media inquiries. A
key goal of this office is to deliver timely, accurate, consistent, cohesive and strategic
information to the City’s constituents.

The Communications manager also administers the “Citizens’ Service Request Line”
where citizens can get answers to questions about the city, report ordinance violations,
or report problems on public property. The Citizens Service Request Line number is 337-
8502.

Departmental Expenditures

.......................................

Communications 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services 81,771 84,361 88,081
Contractual Services 4,519 83,676
Commodities 14,395 15,025
48 9,845
Capital Expenditures 400 800
- 400
Total Communications
86,338 ---

99,156 93,921 103,906

91

FY2020 Budget
92

Clerk, Court & Legal Departments

Organizational Chart

City Clerk/ City Attorney
Municipal Court Director Legal Department

(1) (1)

Deputy Deputy Court
City Clerk Administrator

(1) (1)

Compliance
Specialist
(1)

Document Management Court Office
Technician Specialist Assistant III
(1)
(3) (1)



City of Branson, MO

City Clerk/Municipal Court

Overview

.................

The City Clerk and Municipal Court divisions are managed under one department and
work in conjunction with the Legal Department. The City Clerk Department’s
responsibilities are among the oldest duties existing in the public servant world. The
department serves the community and all city departments by providing such services
as compiling documents for the Board of Aldermen meetings, creating meeting minutes,
archiving documents, fulfilling records requests and being the election authority for the
city. As the central repository of all records for the municipality, the department works to
minimize paper and promote sustainability through electronic records, yet maintaining
compliance with state requirements. The Department strives to maintain transparency
and compliance with the Sunshine Law.
The judicial branch of government for the City is handled through the Municipal Court,
which is tasked to ensure equal justice under the law. Court cases are heard by the
Municipal Judge, which hears violations of the law such as traffic tickets, shoplifting,
stealing, assaults, and code and ordinance violations. The Court processes dockets,
warrants, fine payments, community service, probation and all court related procedures.

2019 Strategic Accomplishments

..............................................
 Upgraded the sound system and phone system in Council Chambers.
 Moved all current scans of ordinances and resolutions from inception of the City
to present into Laserfiche. Started in 2019 scanning directly into Laserfiche all new
ordinances and resolutions. These documents are available in the intranet.
 Implemented the scanning of historical documents into Laserfiche eliminating
paper scrapbooks.
 Upgraded the Municipal Court software to allow more flexibility to make court
payments online.

95

FY2020 Budget

2020 Strategic Objectives

.....................................

 Develop and implement an electronic workflow process for approval and
creation of the Board’s agenda along with a new electronic voting system for the
Board.

 Move all active contracts into Laserfiche and starting in 2020, use Laserfiche for
retrieval of City bids and contracts. These documents will be available on the
intranet.

 Establish on the intranet, a blueprints’ index using Laserfiche.

 Align paper documents to allow them to be scanned into Laserfiche along with
identifying documents ready for destruction.

Departmental Expenditures

.......................................

Clerk/Court 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services 634,978 684,782 693,690
Contractual Services 105,027 141,825 659,648 146,350
Commodities 14,323 131,825
Capital Expenditures 6,900 6,950
- - 6,900 -
Total Clerk/Court -
754,328 833,507 846,990
798,373

96

City of Branson, MO

Legal

Overview

.................

The Legal Department drafts, reviews, and approves contracts, agreements and legal
documents. The Department reviews proposed municipal ordinances for compliance
with state law and constitutional issues, as well as existing code in the light of new court
rulings and legislation. Legal actions involving the City are handled through the
Department along with management of outside counsel retained by the City. The
Department serves as the Municipal Prosecutor for all violations of municipal code in
municipal court, as well as any appeals to circuit court and attends all Municipal Court
dockets. The City Attorney, by code, is responsible to the Board of Aldermen and is to
attend all meetings of the Board and to advise the Mayor, Board and City Administrator
on all legal matters of City business and to perform all other normal and routine business
of the City which would generally fall within the province and category of legal matters.

2019 Strategic Accomplishments

..............................................

 Brought online a new prosecution model to address violations of probation
including the failure to pay fines and complete Court ordered community
service.

 Provided better customer service to visitors and vacationers to the City of Branson
that are cited for minor traffic offenses by implementing an online prosecutor
recommendation request portal.

 Improved criminal history reporting of defendants of enhance-able ordinance
violations by working with the Branson Police Department to implement a
fingerprinting process upon conviction in Court.

2020 Strategic Objectives

.....................................

 Implement a new paperless legal case management system for routine legal
matters to improve efficiency, reduce operating costs and outside counsel usage,
and improve the institutional memory of common legal issues facing the city.

 Explore alternatives in preparation of a proposal to transition to an electronic
contract signature (e-signature) process.

97

FY2020 Budget

 Revise bidding and contracting process for City to improve speed, accuracy and
efficiency of contracting process.

 Review and revise outside counsel arrangements to reduce cost and improve
accountability.

 Improve community outreach of the Legal Department by providing speaking,
training and educational opportunities.

Departmental Expenditures

.......................................

Legal 2018 2019 2019 2020
Expenditure by Object Actual Budget Projections Budget
Personnel Services 247,849 334,660 210,541
Contractual Services 138,814 174,850 201,431 152,575
Commodities 169,300
Capital Expenditures 1,182 2,100 1,250
Total Legal 2,100
- - -
-
387,845 511,610 364,366
372,831

98

Engineering/Public Works Department

Organizational Chart

Director Assistant Engineer
(1) (1)

Operations Manager Office GIS Coordinator Stormwater
(1) Specialist II (1) Coordinator

(1) (1)

Office Assist. III Office Assist. III GIS Project Manager
(1) (1) Technician (2)

Office Assist. II Highway 76 (1) CAD Specialist
(1) Maint. Worker (1)
GIS Intern
(1) (1) Building Maint.
Supervisor
Sign Shop Streets Supervisor Environmental (1)
Supervisor (1) Specialist
(1) Building Maint.
(1) Tech
Heavy Equipment Maintenance Recycle Center (1)
Sign Shop Operator Worker II Supervisor
Technician (3) (2) (1)

(2) Seasonal Maint. Maintenance Maintenance
Worker Worker I Worker I
Service Center (6) (5)
Supervisor (1 FT / 1 PT)
(1)

Lead Mechanic
(1)

Master
Mechanic

(1)

Mechanic
Assist.
(1)